Leadership is no longer

about
position but passion

Its no longer about image

but impact

This is Leadership

Leadership begins and ends with 3 words:

Absolute Personal Responsibility

Act on a good idea or great opportunity within 90 seconds, Before the voice of fear begins to take over

Success = Vision

Constant + Daily Innovation Action

Victims make excuses Leaders deliver results

V I C T I M

Expecting your dreams to come true without doing daily acts to make them happen is like hoping for a big harvest without planting seeds

Concentrate On Any Thing It Makes Your Success

Produc tivity

Quality

What is Quality?
The collection of features and characteristics of a product that contribute to its ability to meet given customer requirements Or FITNESS for purpose

Why Quality Important?

What is more important to you? Product Quality or Price? why?
Quality definitely. If something cheap breaks over and over again, you will eventually have to buy something good. You'll save money by buying something with good quality

Quality Misconceptions
Quality means expense Quality Systems are expensive nice to haves Good Quality is high specification Quality Control about testing and checking Quality is the responsibility of the Quality Department Quality comes from Inspection

Prevention vs. Detection

Inspection was once considered the normal means of attaining quality has been proved to be expensive as it is always performed after the problem has occurred does not always find all the faults and there is a risk that faulty items can be received by the customer

Cont.
If there is a delay between the problem and the inspection it creates more faulty items and increase the cost Quality planning is carried out to plan exactly how consistent quality can be achieved is less expensive as it involves a few peoples time does not tie up the production line equipment and staff or waste materials

Cont.
Controlling suppliers and getting them to ensure the quality of the supplies is cheaper and more reliable than inspection Training of staff in understanding the processes they operate and control is more efficient than employing inspectors

What Are STANDARDS???

International Standards give state of the art specifications for products, services and good practice, helping to make industry more efficient and effective Ex: ISO SLS BS ASTM etc.

WHAT IS ISO?
Long name in English

International Organization for Standardization

Popular standards ISO 9000 Quality management ISO 14000 Environmental management ISO 22000 Food safety management ISO 26000 Social responsibility ISO 31000 Risk management ISO 50001 Energy management

Why Is Certification Needed?

Market Pressure

Tangible proof our organization meets the requirements and internationally recognized standard Provide marketing edge over competitors It enhanced customers satisfaction an loyalty Increased competitiveness and profitability

Cont.
Internal Effectiveness And Productivity Benefits
Increased productivity Less scrap and rework

Benefits To The Employee

Good training & do their task effectively Better working conditions increased job satisfaction Stability of employment

 The ISO 9000 family of standards is related to quality management systems and designed to help organizations ensure that they meet the needs of customers and other stakeholders while meeting statutory and regulatory requirements related to the product

ISO 9000 ISO 9001 ISO 9004 ISO 19011

The Eight Principles Are ...

ISO 9001:2008 adopts 8 QM principles that can be used by top management to guide their organizations towards improved performance

1.
Understand current and future customer needs and expectations Plan to meet customer requirements and exceed expectations Clause 5.2 requires that Top Management shall ensure that requirements are determined and are met to enhance customer satisfaction

 Leaders establish unity of purpose and direction of the organisation Leaders shall create and maintain the internal environment in which people can become fully involved in achieving the organisations objectives

 People at all levels are the essence of an organization and their full involvement enables their abilities to be used for the organization's benefit

 A desired result is achieved more efficiently when activities and related resources are managed as a process People, Machines, Methods, Materials and Environment are the classic inputs Consistent inputs produce consistent outputs

5. System Approach to Management

Identifying, understanding and managing interrelated processes as a system contributes to the organization's effectiveness and efficiency in achieving its objectives Outputs of one process are often inputs into the next process Materials and information flow through systems, the smoother the flow, the greater the efficiency

6. Continual Improvement
Continual improvement of the organization's overall performance should be a permanent objective of the organization This shall be planned and managed throughout the whole organization No one and no system is ever perfect There is always room for improvement

7. Factual Approach to Decisions

Effective decisions are based on the analysis of data and information Methods and measures planned Data needs to be gathered factually, independently and without bias Information needs to be communicated in a usable format to decision makers

8. Mutually Beneficial Supplier Relationships

An organization and its suppliers are interdependent and a mutually beneficial relationship enhances the ability of both to create value

Application of PDCA Cycle

The ultimate aim of any management system is continual improvement of its performance To achieve this, Demings PDCA cycle of improvement is interwoven in the structure ISO-9001:2008

Continual improvement process of Quality Management System can be deployed throughout the organization by undertaking PDCA activities at various levels

PDCA Cycle Applied to ISO 9001:2008 Clause 4.1

ACT
Implementation of improvement ( Clause 4.1f )

PLAN
Identification of sequence, interaction criteria & methods ( Clause 4.1 a, b, c )

CHECK
Monitoring, Measurement & Analysis ( Clause 4.1e)

DO
Implementation of the planning ( Clause 4.1.d)

Department/ Section Heads

Establish procedures and instruction for departmental activities Define responsibilities Establish objectives Plan resources including training of personnel Establish communication channel for instructions and feed-back

Cont.
Allocate clear responsibilities Provide resources and support Coordinate and harmonize activities Resolve problems

Cont.
How is my department doing? Are processes under control? What are my employees telling me? Are we meeting customer requirements? Am I meeting my objectives? What are the key problems in my area? How can we improve?

Cont.
Systematic problem-solving (based on importance, risks involved etc.) Develop action plans Concentrate on improvement (incremental or breakthrough improvements) Review existing procedures, and need for new procedures

Schematic Representation of Process Approach

Top Management Process

Customers

inputs

outputs
Customers

REALISATION PROCESSES

Support Processes Top management processes - planning, allocation of resources, management review etc.

Realization processes - customer related processes, design and development, product realization etc.
Support processes - training, maintenance etc.

Model of Process Based Quality Management System

Continual Improvement of the quality management system
R E Q U I R E M E N T S
4

C U S T O M E R

Management Responsibility
5 Resource Management 6 7 Product Realization Product 8 Measurement, Analysis & Improvement

C U S T O M E R

S A T I S F A C T I O N

Code 4 - Quality Management System 5 - Management Responsibility 6 - Resource Management 7 - Product and/or Service Realization 8 - Measurement, Analysis and Improvement

4. QUALITY MANAGEMENT SYSTEM

4.1 General Requirements 4.2 Documentation Requirements
4.2.1 General
Quality Policy Quality Objective Quality Manual Procedures required by the standard Documents needed for effective planning, operation and control of process

Quality Objectives
Top Management shall ensure objectives are established at relevant function and levels

Should be MEASURABLE and consistent with the Quality Policy and the commitment to continual improvement Shall include those needed to meet requirements for product
Ex: Reduction in product defects to below 1% Zero defects leaving the company Reduction in material wastage

Quality Objectives Cont.

4.2.2 Quality Manuals The organization shall established, maintained and controlled a Quality Manual which includes Scope and exclusion justification Procedures and reference Description of interaction between processes 4.2.3 Control of Documents 4.2.4 Control of Records

Model of Process Based Quality Management System

Management Responsibility

5. Management Responsibility
5.1 Management Commitment 5.2 Customer Focus 5.3 Quality Policy 5.4 Planning
5.4.1 Quality Objectives 5.4.2 QMS Planning

5.5 Responsibility, Authority &

Communication

5.5.1 Responsibility & Authority 5.5.2 Management representative 5.5.3 Internal Communication

5.6 Management Review

5.6.1 General 5.6.2 Review Input 5.6.3 Review Output

Model of Process Based Quality Management System

Resource Management

6. Resource Management
6.1 Provision of Resources 6.2 Human Resources
6.2.1 General

6.2.2 Competence, Training & Awareness

6.3 Infrastructure 6.4 Work Environment

Model of Process Based Quality Management System

Product Realization

7. Product Realization
7.1 Planning of product realization 7.2 Customer related processes/communications 7.3 Design and Development 7.4 Purchasing 7.5 Production & Service Provision Control of production and service provision, Validation of Processes, Identification and traceability, Customer property, Preservation of product 7.6 Control of monitoring and measuring equipment

Model of Process Based Quality Management System

Measurement, Analysis & Improvement

8.Measurement, Analysis & Improvement

8.1 General 8.2 Monitoring & Measurement
8.2.1 Customer Satisfaction 8.2.2 Internal Audit 8.2.3 Monitoring & Measurement of Process 8.2.4 Monitoring & Measurement of Product

8.3 Control of Nonconforming Product 8.4 Analysis of Data 8.5 Improvement

8.5.1 Continual Improvement 8.5.2 Corrective Action 8.5.3 Preventive Action

Benefits of ISO 9001

Maintenance Machine Condition

Training/ Competence/ Awareness Purchased Quality & Storage Quality Convert Tacit Knowledge to Explicit Knowledge
Defectives Waste Rework

Manpower Quality
Defective Level

Material Quality
Methodology Material Cost Manpower Cost Production Cost

Utilities Cost
Depreciation Cost On Time Delivery Dissatisfiers Complaints Customer Satisfaction Image Price

ISO 22000: 2005

Standard refers to food safety management system The standard provides that the food safety is addressed through the analysis and control of hazards from; raw material production procurement and handling manufacturing distribution consumption of the finished product Hazard: A biological, chemical, or physical agent that is reasonably likely to cause illness or injury in the absence of its control

Cont.
Key elements of ISO 22000 standard; 1. Principles of HACCP 2. System management 3. Control of food safety hazards through pre-requisite programs and HACCP plans 4. Interactive communication HACCP - Hazard Analysis and Critical Control Point A systematic approach to the identification, evaluation, and control of food safety hazards Critical Control Point A step at which control can be applied and is essential to prevent or eliminate a food safety hazard or reduce it to an acceptable level

HACCP PRINCIPLES
HACCP is a systematic approach to the identification, evaluation, and control of food safety hazards based on the following seven principles: 1: Conduct a hazard analysis. 2: Determine the critical control points 3: Establish critical limits. 4: Establish monitoring procedures. 5: Establish corrective actions. 6: Establish verification procedures. 7: Establish record-keeping and documentation procedures

 Increased accountability for implementing prescribed food safety operations Improved level of customer satisfaction and confidence Reduction in quantity of discarded product Places responsibility for ensuring food safety on food manufacturer or distributor Helps food companies compete more effectively in the world market Reduces barriers to international trade

ISO 14001:2004
Refers to Environment Management System Using ISO 14001:2004 can provide assurance to company management and employees as well as external stakeholders that environmental impact is being measured and improved. Environmental Aspects Oil Spillage Noise Fume Emissions Solid Waste Heat Etc.

Benefits of ISO 14001:2004

Reduced cost of waste management Savings in consumption of energy and materials Lower distribution costs Improved corporate image among regulators, customers and the public

Contamination Control
Tidying & Cleaning The company shall have an effective cleaning procedure and schedules in place for all equipment, production and storage areas Pest Control Pest control procedures shall be documented and preferably be carried out by a competent company. Control records shall be maintained

Cont.
Waste Control minimize the accumulation of waste in production areas Transport, Storage & Distribution All transport shall be suitable for the purpose, well maintained Storage shall be controlled to ensure no cross contamination from any other material No manufactured products shall come in direct contact with floor